STATUTORY DOCUMENTATION. for 2013

Transcription

1 STATUTORY DOCUMENTATION for 2013 Management report, financial statements and appropriation of CaixaBank profit that the Board of Directors, at a meeting held on February 27, 2014, agreed to submit to the Annual General Meeting. Translation of financial statements originally issued in Spanish and prepared in accordance with Spanish generally accepted accounting principles (Bank of Spain Circular 4/2004, and as amended thereafter, which adapts the EU-IFRS for banks). This English version is a translation of the original in Spanish for information purposes only. In the event of a discrepancy, the original Spanish-language version prevails.

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3 CONTENTS CaixaBank Management report for 2013 CaixaBank financial statements for the year ended 31 December 2013 Proposed appropriation of profit of CaixaBank for 2013

4 CaixaBank Management Report for 2013 This management report has been prepared in accordance with the Spanish Code of Commerce and the Spanish Corporate Enterprises Act (Law 1/2012 of 2 July). In drafting the report, the directors have also taken into account the guidelines established in the Guide for Setting up Listed Companies' Management Reports published by the Spanish National Securities Market Commission (Comisión Nacional del Mercado de Valores, CNMV) on July 29, The financial information disclosed in this management report has been obtained from the consolidated accounting and management records of CaixaBank, and is presented in accordance with the International Financial Reporting Standards adopted by the European Union (IFRS-EU) and the criteria set forth in Bank of Spain Circular 4/2004 of December 22 and subsequent amendments. This report describes the key data and events of 2013 shaping the financial position of CaixaBank and the evolution of its businesses, risks and likely outlook. It forms part of the financial statements of CaixaBank for 2013, prepared in accordance with the International Financial Reporting Standards adopted by the European Union (IFRS-EU) and the criteria set forth in Bank of Spain Circular 4/2004 of December 22 and subsequent amendments. CaixaBank Management Report

5 CaixaBank Management Report for 2013 CONTENTS PAGE HIGHLIGHTS... 4 Merger by absorption of Banco de Valencia... 4 Transactions regarding businesses and investees (Notes 8 and 17)... 4 Wholesale market issues (Note 3.3) SITUATION OF THE ENTITY Organizational structure Strategic plan BUSINESS PERFORMANCE AND RESULTS Macroeconomic scenario for Business performance LIQUIDITY CAPITAL MANAGEMENT Capital and solvency RISKS AND UNCERTAINTIES Credit risk Market risk Operational risk Regulatory risk Reputation risk Social and environmental risk ACQUISITION AND DISPOSAL OF TREASURY SHARES KEY DISCLOSURES ON CAIXABANK SHARES 7.1. CaixaBank shareholder structure Dividend policy and share price performance Analyst coverage Representation of non-controlling shareholders CREDIT RATINGS ENVIRONMENTAL INFORMATION Environmental management at CaixaBank (see Note 41.2) Environmental education and awareness Financial products for eco-activities HUMAN RESOURCES CaixaBank's most important asset: People Management policies and principles People management Professional development Development systems and drivers Measurement and improvement INNOVATION CaixaBank Group Management Report

6 12. BRANCH NETWORK A branch network with regional roots Electronic banking: Internet, mobile and social networks SOCIAL WELFARE PROJECTS: MORE NECESSARY AND EFFECTIVE THAN EVER OUTLOOK AND FORECAST PERFORMANCE FOR CAIXABANK outlook Outlook for CaixaBank EVENTS AFTER THE REPORTING PERIOD CORPORATE GOVERNANCE REPORT FOR CaixaBank Management Report

7 HIGHLIGHTS Merger by absorption of Banco de Valencia On July 19, 2013, once the requisite authorizations were secured, CaixaBank placed on file at the Barcelona Companies Registry the deed of merger by absorption of Banco de Valencia into CaixaBank with the subsequent winding up without liquidation of the former and the en bloc transfer of all of its assets and liabilities to CaixaBank (see Note 8). Transactions regarding businesses and investees (Notes 8 and 17) 1. Acquisition of Servihabitat Gestión Inmobiliaria and subsequent sale of the property management business to a newly created company, Servihabitat Servicios Inmobiliarios, SL, owned by the Texas Pacific Group (TPG) fund (51%) and CaixaBank (49%).. 2. Signature of the agreement between CaixaBank and Mutua Madrileña for the sale of the non-life insurance businesses of Banca Cívica and Banco de Valencia: Through this arrangement, SegurCaixa Adeslas, S.A. de Seguros y Reaseguros acquired CaixaBank, S.A.'s non-life insurance businesses assumed in the mergers with Banca Cívica, S.A and Banco de Valencia, S.A. 3. Sale of shares in Grupo Financiero Inbursa (hereinafter, GFI): Performed through the sale of 3.7% of GFI s share capital to Inmobiliaria Carso, S.A. and the market placement of another 6.4% stake. In addition, the placement banks exercised the green shoe purchase option (0.89%), leaving CaixaBank with a 9.01% stake in GFI at December 31, Wholesale market issues (Note 3.3) 1. Issue of million in bonds exchangeable for Repsol shares 2. Issue of 750 million in subordinated bonds 3. Issue of 3,000 million in senior bonds 4. Issue of 1,000 million in mortgage covered bonds Other relevant developments 1. Early repayment of FROB assistance to Banca Cívica: In 2013, the assistance Banca Cívica had received from the FROB in the form of preference shares was repaid in advance of the maturity date (repayment of 977 million) (see Note 21.4). 2. Series I/2011 mandatorily convertible subordinated bonds (see Note 24.1). In 2013, two voluntary conversion periods were offered, and certain terms and conditions of the issue were modified. 3. Series I/2012 mandatorily convertible subordinated bonds (see Note 24.1). In 2013, two voluntary conversion periods were offered. 4. Mandatory conversion of all series C/2012 mandatorily convertible subordinated bonds (issued by Banca Cívica in July 2012) into newly-issued CaixaBank shares or CaixaBank treasury shares (see Note 24.1). CaixaBank Group Management Report

8 1. SITUATION OF THE ENTITY 1.1 Organizational structure Group structure CaixaBank, the majority shareholder of which is la Caixa (64.37% at December 31, 2013), is a benchmark entity in the Spanish market in both finance and insurance. The bank is also diversifying into other complementary activities, such as holdings in international banks and in Telefónica and Repsol. CaixaBank is the bank through which la Caixa indirectly carries out its banking business. The la Caixa Group, of which CaixaBank forms part, is uniquely characterized by the efforts of the la Caixa Foundation. The Foundation's mission is to return part of the Group's financial earnings in the form of supportive social initiatives offering solutions to present-day challenges and needs. The welfare projects aim to contribute to sustainable social transformation and create opportunities for all. The Group's structure enables it to adapt to new Spanish and international regulatory requirements, while safeguarding la Caixa 's social welfare objectives and the continuation of the Group's businesses. At December 31, 2013, the la Caixa Group's corporate structure, of which CaixaBank forms part, is as follows: " la Caixa" Foundation 64.37% 100% CRITERIA CAIXAHOLDING FINANCIAL AND INSURANCE COMPANIES INTERNATIONAL FINANCIAL COMPANIES OTHER REAL - ESTATE COMPANIES INDUSTRIAL HOLDINGS Caixa Card 100% Comercia Global Payments 49% Finconsum 100% Banco BPI 46.22% Boursorama 20.68% GF Inbursa 9.01% The Bank of East Asia 16.51% Teléfonica 5.37% Repsol 12.02% B.M.E. 5.01% Mediterránea B. 100% Gas Natural 34.52% Colonial. 5.79% Abertis 23.09% (1) Saba 50.1% HISUSA 24.26% InverCaixa 100% Erste Group Bank 9.12% Credifimo 100% CaixaRenting 100% CaixaBank Electronic Money 100 % INSURANCE COMPANIES REAL - ESTATE COMPANIES Vidacaixa 100% Building Center 100% SegurCaixa Adeslas 49.9 % Sareb 12.44% Servihabitat Servicios Inmobiliarios 49% (1) Corresponding to the % of control (see Note 17 Consolidated management report and financial statements of la Caixa Group) CaixaBank Management Report

9 Business segments CaixaBank is the parent company of the CaixaBank Group. In managing the business and taking executive decisions, the directors and managers of CaixaBank primarily use management information referring to Group-level data. Details of the business segments at CaixaBank Group level are as follows: a) Banking and insurance business of the CaixaBank Group The banking business is the CaixaBank Group s core business and includes the entire banking business (retail banking, corporate banking, cash and markets) and the insurance business, primarily carried out in Spain through the branch network and the other complementary channels. It encompasses the activity and the profits generated from the Group s 13.6 million customers, whether individuals, companies or institutions. It also incorporates liquidity management and the Assets and Liability Committee (ALCO), and income from the financing of the equity investment business. The CaixaBank Group rounds out its catalogue of banking products and services with a specialized offer of life insurance, pension plans and general insurance products, primarily instrumented through VidaCaixa and SegurCaixa Adeslas, and asset management services, through InverCaixa. b) Equity investment business The second business segment, the equity investment business, comprises earnings on dividends and/or equity-accounted profits in respect of international banking investees (Grupo Financiero Inbursa, The Bank of East Asia, Erste Bank, Banco BPI and Boursorama), Repsol, S.A. and Telefónica, S.A., net of the related financing costs. Note 9 to the consolidated financial statements for 2013 presents the results of the CaixaBank Group's business segments. The definition of the CaixaBank Group's business segments has not varied from 2012 to However, the following aspects should be taken into account in respect of 2013 performance: The Banco de Valencia, S.A. Group was incorporated in 2013, after it was acquired from the Fondo de Reestructuración Ordenada Bancaria (see Note 8 to the consolidated financial statements). In order to understand the year-on-year variations in the business segments, it must be taken into account that in 2012, Banca Cívica's earnings were only included with those of the CaixaBank Group as from July 1 of that year, while in 2013 they were included for the full period. Banco de Valencia Group's income statement was incorporated for all of In order to enhance management of both the business and costs, the Group carried out streamlining processes through the merger of investees, the liquidation of idle companies and the sale of certain businesses. These concentration efforts mainly affected holding companies and insurance company investees, as described in Note 8 to the consolidated financial statements. The CaixaBank Group also carried out an intense optimization of the branch network, closing 968 offices during the year (without taking into account the offices incorporated on the acquisition of Banco de Valencia). Also in order to optimize and contain costs, in the first quarter of 2013 a personnel CaixaBank Group Management Report

10 restructuring agreement was reached in CaixaBank. These efforts gave rise to restructuring costs of 839 million in Governing bodies CaixaBank's corporate governance comprises a series of principles and regulations governing the design, composition and functioning of the Bank's governing bodies: the Annual General Meeting, the Board of Directors and the Board committees. Annual General Meeting Board of Directors Responsible for governing the Bank and, aside from matters which are the responsibility of shareholders at the Annual General Meeting, is the most senior decision-making body at CaixaBank Executive Committee A delegate body of the Board of Directors that meets more frequently than the latter but does not take decisions on matters which are reserved for Board meetings. It passes resolutions on other matters primarily related with authorization of loans Audit and Control Committee Responsible for monitoring, financial control and risk analysis duties at CaixaBank. It therefore oversees the internal audit systems and ensures the efficiency and independence of internal control systems. It also supervises the process of preparing and submitting financial reporting before it is published by the Board Appointments and Remuneration Committee Establishes the general governance principles and framework for the Board remuneration policy, and for remuneration of senior executives. It also leads the process of appointing new Board members and identifies, provides information on or proposes candidates for vacancies on the Board. Its proposals are submitted to the Board Chief Executive Officer Responsible for day-today management and ordinary decisions, reporting to the Board and the Executive Committee The primary functions of each of these governing bodies are described in detail in the accompanying Annual Corporate Governance Report and on the corporate website The la Caixa Board of Directors proposes the appointments of la Caixa proprietary directors in CaixaBank. In doing so, the la Caixa Board takes into account the various groups represented on its own Board, so that they will in turn be duly represented on the CaixaBank Board. The CaixaBank Board also comprises other types of directors such as independent directors, other external directors and other proprietary directors representing non-controlling interests. Relations with CaixaBank CaixaBank Management Report

11 non-controlling interests are detailed in the section in this management report providing basic information on CaixaBank shares. The Board of Directors met 14 times in During these meetings, the following resolutions, among others, were discussed and agreed upon: CaixaBank's financial situation and results. Mergers and acquisitions with other financial institutions. CaixaBank's strategic policy. Budget control and risk management. The Annual Corporate Governance Report lists the members of CaixaBank's governing bodies and details their representative functions thereon. In addition to the Board committees mentioned above, which report directly to the Board of Directors, the CaixaBank Group has created a Management Committee organized into the following areas and comprising the following individuals: Area Position Executive Board of Directors Deputy Chairman and CEO Juan María Nin Génova Resources Chief Media Officer Antonio Massanell Lavilla Insurance and asset management Chief Insurance and Asset Management Officer Tomás Muniesa Arantegui Risks Chief Risk Officer Pablo Forero Calderón Business Chief Business Officer Juan Antonio Alcaraz García Finance Chief Financial Officer Gonzalo Gortázar Rotaeche Audit, Internal Control and Regulatory Compliance Head of Audit, Internal Control and Regulatory Compliance Joaquim Vilar Barrabeig Human Resources Head of Human Resources Xavier Coll Escursell Head of Communication, Institutional Communications, Institutional Relations, Brand and CSR Relations, Brand and Corporate Jaume Giró Ribas Responsability International banking Head of International Division Ignacio Álvarez-Rendueles Villar Capital markets and cash management Head of Treasury and Capital Markets Javier Pano Riera Legal Services Head of Legal Advisory Ignacio Redondo Andreu General Secretary and Secretary of the Board of Secretary General and Secretary of Directors Board Alejandro García-Bragado Dalmau Occasionally and on a limited basis, the Chairman of the Board of Directors provides support to CaixaBank's Management Committee, which meets weekly in order to resolve matters relating to implementation of the annual operating plan and organization of the Group. This includes approving any structural changes, appointments, expense lines and business strategies. All areas and business lines are represented on the committee. The functions of each area represented on the Management Committee are as follows: 1. General Directorate of Resources: primarily oversees the following: Electronic channels (ATMs, internet banking and mobile banking) Payment methods products and services (card business, retailer business and POS) CaixaBank Group Management Report

12 The Group s property portfolio The Group s investee and financial investments portfolio IT and communications infrastructures, and development of Information Services Banking operating services and operating services in respect of securities and capital markets Group maintenance, logistics, fixed assets and works services, as well as the Procurement Area, with its services hiring platform and control mechanisms that ensure transparency in supplier contracting Comprehensive Group security (physical, software, intelligence, IT systems, etc.) Definition, implementation and improvement of efficiency in processes and activities, throughout the organization (both Central Services and Group branch offices and subsidiaries) Productivity measurement, personnel assignments and definition of organizational structures Financial entity integration projects Measurement of external (customers) and internal (processes) quality Customer Service (complaints resolution) Group expenditure and investment budget Innovation in order to promote a change in business culture. Turning ideas into new business products and/or better customer service. 2. General Directorate of Insurance and Asset Management: primarily oversees the following: Corporate development in Insurance and Asset management businesses Management of strategic insurance alliances 3. General Directorate of Risks: primarily oversees the following: Global Risk Management Loan analysis and approval Technical Secretariat and Validation Loans to the real-estate sector, SMEs and individual customers Credit risk analysis and control Loans to companies and the public sector Risk models 4. General Directorate of Business: primarily oversees the following: Branch network Retail banking Private and personal banking Transactional and SME banking Business banking Developers centers Corporate banking Investment banking Institutional banking Structured financing Consumer loans and long-term financing Business development Commercial information Marketing 5. General Directorate of Finance: this general directorate encompasses the following areas: Capital management and planning: management and control of the Bank's capital and solvency CaixaBank Management Report

13 Management control: reporting of public and internal management information (management, offices), management of the relationship with rating agencies, short and medium-term financial planning and control of management in areas and subsidiaries. Accounts and audit inspection: accounting and accounting control, issue of public financial statements and annual accounts, and dealings with auditors and supervisory bodies. Corporate development: analysis and execution of M&A operations and divestment transactions. 6. Deputy General Directorate of Audit, Internal Control and Compliance: primarily oversees the following: Internal audit: In accordance with the Annual Audit Plan, evaluates the performance and effectiveness of the internal control systems for managing the risks to which the group is exposed Internal control: Examines controls over the risks to which the Group s businesses are exposed to provide a complete and synthetic view of the control environment Compliance: Draws up measures to mitigate the risk of non-compliance in the Group regarding both regulatory risks and those concerning the prevention of money laundering 7. Deputy General Directorate of Human Resources: primarily oversees the following: Executive Development Center Communication and Culture Training and development Management and Compensation Labor Relations Labor Advisory Human Resources studies and prospective 8. Deputy General Directorate of Communication, Institutional Relations, Brand and CSR: primarily oversees the following: External Relations and Communication Sponsorships, Brand and Corporate Image Institutional Relations and Public Affairs Corporate Social Responsibility and Reputation Relations with consumer organizations 9. Deputy General Directorate of International Banking: primarily oversees the following: International financial institutions and representation offices International business and branches Strategic banking alliances 10. Executive Directorate of Capital Markets and Cash Management: responsible for: Liquidity and wholesale financing management Structuring and creation of treasury products markets and capital markets for customers Origination of fixed income securities and distribution of treasury products to wholesale customers Analysis of fixed and variable income markets 11. Executive Directorate of Legal Services: primarily oversees the following: Minimization of the legal risks inherent in the Bank's operations CaixaBank Group Management Report

14 Proactive legal services for the branch network and all areas within the Bank Coordination of the representation and defense of the Bank in all types of court procedures, including enforcement procedures and, in general, cases aimed at recovering cash amounts, and coordination of the Bank's response to any indictment of the company. Contractual arrangement of all the relationships the Group enters into with suppliers and partners Coordination of legal actions for all subsidiaries and investees Arrangement of the legal aspects of investment and divestment operations in all Group companies Tax Advisory: tax returns and tax aspects of all products sold and operations performed. 12. The Office of the General Secretary and Secretary of the Board of Directors: primarily oversees the following: Ensure that the Board of Directors and the Board committees operate smoothly and appropriately Provide directors with all necessary information and support Safeguard corporate documents Duly and faithfully reflect the Board meetings in the minutes thereto The Secretary also assists the Chairman in overseeing the Board of Directors, ensures the formal and material legality of the Board's actions, and witnesses the Board's resolutions Deal with regulatory bodies regarding corporate governance matters Manage corporate actions Advise on particularly important matters 1.2. Strategic plan The long-term sustainability and success of the Bank is ensured by the commitment to excellence in daily dealings with customers, employees, shareholders and other stakeholders. With that aim in mind and drawing from the unique management model, proactive efforts, and prudent approach, CaixaBank has set nine strategic goals which include focusing on quality, reputation and financial robustness. In order to secure these goals, nine cross-departmental projects are in place, managed by work teams from different areas. These projects promote the different initiatives and action lines established to secure the goals. The Strategic Plan has been carried out against a very complex macroeconomic and financial background. Moreover, the reputation of the financial system as a whole has taken a serious blow as a result of economic events. Accordingly, in late 2012 and as foreseen since its initial approval, the Strategic Plan was updated to prioritize quality, social commitment and good governance principles as the essential pillars for shoring up both customer confidence and the Bank's reputation. At the same time, CaixaBank aims to consolidate its leading position in retail banking in Spain, underpinned by the integrations of Banca Cívica in 2012 and Banco de Valencia in 2013, and to enhance the Bank's financial stability. Three years into the Strategic Plan, the bulk of the targets set toward meeting the strategic goals have been either fulfilled or are near fulfillment. CaixaBank's strategic priorities for are as follows: 1. Offer customers maximum quality service: excellence in service is CaixaBank's highest priority, as it is the pillar on which both the Bank's leadership and growth potential rest. CaixaBank views its dealings with customers as part of long-term relationships that must create value for all. Accordingly, the Bank strives to offer the highest possible level of quality. The objectives for this priority are as follows: o o Maintain a customer-centric business. Boast the highest quality of service of any bank in the industry. CaixaBank Management Report

15 o Leverage service quality to stand out from peers. The following lines of action have been established in order to secure these objectives: o o o o o Promote actions to reduce the number of customer claims. Redefine the complaint resolution process to improve communication, response time and customer satisfaction with the solutions provided. Evaluate and implement customer suggestions. Review quality indicators in the Central Services areas that most affect customer satisfaction. Further implement the EFQM model and renew the EFQM seal with the target of 600 points. Improve the external quality ranking (Equos - FRS Inmark). In 2013, the CaixaBank Group's aim of offering excellence in service has been recognized through a number of prestigious awards, such as: Spanish Bank of the Year 2013 from The Banker; Best Bank in Spain 2013 and Best Retail Bank for Technology Innovation from Euromoney and Most Innovative Bank of the Year 2013 at the Global Banking Innovation Awards. 2. Carry out the business in keeping with the strictest ethical and good governance principles: The economic and social crisis of recent years has considerably weakened customer and investor confidence in the Spanish financial system. Accordingly, it an essential priority for CaixaBank to recover its strong reputation and market confidence. The Bank therefore reiterates its commitment to apply the best ethical and good governance principles in all its business dealings. The objectives for this priority are as follows: o o o Maintain exemplary corporate governance. Be the standard-bearer in transparency and external communication. Demonstrate social commitment in every business and social action. The following lines of action have been established in order to secure these objectives: Establish mechanisms to anticipate both internal risks (control and monitoring systems, guiding principles, etc.) and environmental risks (participation in decision-making bodies, etc.). Boost CaixaBank's unique market positioning through communication plans that transmit the Bank's values and showcase its social commitment. Increase and deepen CaixaBank's ties with the la Caixa Foundation by encouraging active participation of employees, customers and shareholders. Remain in the Dow Jones Sustainable Index (DJSI) and in a leading position in the main studies of prestige. 3. Continue to be the leading retail bank in Spain: CaixaBank aims to lock in its leading position in the Spanish retail market, offering the best possible service to customers, striving to create long-standing relationships and working toward a balance in business throughout all regions. The objectives for this priority are as follows: o o Strengthen leadership in retail banking in Spain. Complete regional presence with higher market share through organic growth. CaixaBank Group Management Report

16 The following lines of action have been established in order to secure these objectives: Launch initiatives to bring in customers and secure their loyalty, thereby increasing customer funds, pricing products and services in line with the customer value. Maintain an extensive branch network and expand on best practices in order to balance the business across all regions. Evaluate the implementation of a network of agents for reaching certain remote areas. Develop and implement a value proposal for the agrarian sector. 4. Diversify the business towards companies: CaixaBank is gearing up to form part of the upcoming production and economic boom by strengthening our business and ties with companies. This involves a commitment to diversify the Bank's revenue and further strengthen the economy's productive fabric, CaixaBank is focusing on new business models and on entrepreneurial initiatives with strong growth forecasts, all in line with its commitment to socioeconomic development in Spain. The objectives for this priority are as follows: o o o Build up a business specialized in corporate clients. Underpin this business with long-term ties and relationships. Develop financing alternatives in capital markets for the corporate banking business. The following lines of action have been established in order to secure these objectives: Develop specific campaigns to attract companies. Continue moving toward an integrated vision of the customer and the calculation and management of risk-adjusted return (RaR) 5. Prioritize financial robustness: Against a clear economic backdrop and heavy regulatory pressure (new capital regulations, greater provisioning requirements, stress tests, etc.), as well as growing customer defaults, liquidity and solvency management are essential features of the business. CaixaBank has always been one of the most robust banks in the Spanish financial system. In order to maintain this position and showcase its unique market position, the Bank must continue this prudent and exacting management approach. The objectives for this priority are as follows: o o o o Consistently boost capital adequacy and liquidity. The CaixaBank Group actively manages its liquidity (see Note 3.4) and its solvency (see Note 5), allowing it to improve both indicators during Actively manage NPLs and foreclosed property assets. Constantly improve loan risk systems (decision and monitoring) to achieve a top-quality lending portfolio. Improve loan-to-deposit (LTD) ratio with particular emphasis on attracting customer funds. The following lines of action have been established in order to secure these objectives: Proactively adapt to regulatory changes and help shape national and international policy debates. Shore up solvency and design contingency plans. Diversify fixed-income investors, maturities, intermediaries and markets. CaixaBank Management Report

17 6. Improve risk-adjusted return: In order to address market challenges, CaixaBank optimizes all its business lines in order to maximize their profitability without compromising the Bank's service quality hallmark. The objectives for this priority are as follows: o o o Apply risk-adjusted returns as a management principle in all business units. Adjust product and service margins to customer profiles. Guarantee that all activities add value in the most efficient way. The following lines of action have been established in order to secure these objectives: Develop the necessary tools to measure risk-adjusted return in coordination with all areas. Apply to each customer the risk premium that corresponds to their particular risk level. Improve the negotiation scope of SME managers. Develop new businesses that bring in revenues and generate value for the Group. 7. Develop managerial leadership: CaixaBank's focus on constant improvement and adaptation demands proactive communication, cooperation and internal collaboration in order to continue growing in an ever-changing financial environment. The objectives for this priority are as follows: o o o Uphold organizational culture against a constantly changing backdrop. Foster internal communication and team work. Improve performance recognition. The following lines of action have been established in order to secure these objectives: Keep internal communication both transparent and proactive, especially regarding talent management, the prevailing environment and corporate strategy. Create joint work environments comprising teams from different areas within the Bank. Implement a performance assessment program. In 2013, participation in the performance assessment programs was 95%. The CaixaBank Group is designing a new risk map in order to obtain a global and comparable view of all internal and external risks, thereby systematizing the monitoring of these risks and the controls employed, using a corporate tool. 8. Become leaders in innovation: In response to the changes occurring in recent years in the financial sector, an effort is needed to innovate and create new forms of business adapted to customer needs and the changing face of market competition. CaixaBank is well aware of the changes occurring in society, and therefore continually works to adapt its business approach as needed. The objectives for this priority are as follows: o o o Encourage creativity and innovation in customer service and efficiency. Become leaders in adopting new technologies and applying them to customer services. Develop new business opportunities to diversify the revenue base. The following lines of action have been established in order to secure these objectives: CaixaBank Group Management Report

18 Create an internal system for generating ideas. Identify a network of external collaborators for detecting trends, ideas, solutions, etc. Be among the first to roll out new technologies that improve customer interactions and enhance service levels. 9. Grow through international expansion: Markets, businesses and customer needs are all being redefined in an increasingly globalized world. To respond to the new shape of the economy, CaixaBank focuses on internationalization of the business toward economies with high growth potential, closely collaborating with international partners and facilitating the expansion of its customers. The objectives for this priority are as follows: o o o Drive the international business by bringing in funds and diversifying the lending portfolio. Develop new joint projects with international partners. Develop the pertinent internal capacities. The following lines of action have been established in order to secure these objectives: Accompany client companies abroad. Lay the foundations for future financing from foreign central banks and supranational/multilateral bodies. Encourage new business opportunities with partner banks through international joint ventures. Shore up the international profile of the Bank's professionals through training programs such as Move Up, which aims to prepare more people for to levels of responsibility in areas and offices with a high degree of international exposure. Resources assumed by the Bank from abroad increased from 2012 to In addition, in 2012 the Group created Comercia Global Payments, a joint venture to offer payment methods worldwide, and is currently working to forge a joint venture between Bank of East Asia and Brilliance Automotive, a Chinese auto manufacturer, and FinConsum (a CaixaBank subsidiary) in order to set up an entity to finance auto purchases in the Chinese market (Note 2.1). CaixaBank Management Report

19 2. BUSINESS PERFORMANCE AND RESULTS 2.1. Macroeconomic scenario for 2013 Global and market trends The world's advanced economies saw improvements throughout 2013, largely due to the expansive monetary policies adopted by the main central banks. The Federal Reserve prolonged stimulus measures until 2014, when it expects recovery to have taken a firmer hold, while the Bank of Japan continued its asset purchase program and the European Central Bank (ECB) cut the benchmark interest rate on two occasions (May and November) to 0.25%, in order to stimulate the European economy in a context of sluggish growth and low inflation. In emerging economies, the growth rate tended to level out, although China and Mexico, two countries in which CaixaBank is present, through its holdings in BEA and GF Inbursa, reported relatively favorable indicators. The overall contrast between advanced and emerging economies was reflected in the global stock exchange performance. Performance of main international stock markets (January 2011 = 100) US Japan Germany Spain Emerging economies Source: la Caixa Research, based on Bloomberg data Among the advanced economies, the outlook for the United States is particularly positive. The fundamental feature of recovery in that market is the expected improvement in spending and investment, bolstered by the reduction in fiscal adjustments (and uncertainty) compared to The recent strong activity indicators (especially in reference to the job market) justified the tapering of stimulus which, as planned, is slowly being rolled out. Official interest rates are expected to remain at current levels for quite some time yet. Following the strong earnings in the preceding months, toward the end of 2013 financial markets held steady, reflecting considerable disparities between countries and types of assets. Share prices reached new highs in certain markets, such as the US stock exchange. Volatility was also low, while trading volume was especially high (particularly in the corporate bonds market). This was mainly due to the positive macroeconomic indicators and the strong expansive measures taken by central banks in developed countries. CaixaBank Group Management Report

20 Eurozone and Spain As forecast early on in the year, the economic environment improved gradually throughout 2013 and tensions surrounding the sovereign debt crisis eased as the year progressed. The eurozone as a whole and the Spanish economy in particular moved out of recessionary figures in the second and third quarters, respectively. In addition to the support of the ECB, the eurozone's recovery was underpinned in part by more flexible fiscal adjustment targets and partly by progress toward a banking union. In spring of 2013, European authorities decided, in light of cyclical weakness in the eurozone economy, to curb the pace of fiscal consolidation, especially in peripheral European countries. In Spain, this meant easing the deficit target for 2013 from 4.5% of GDP to 6.5% of GDP, which considerably alleviated fiscal policy pressure on economic activity. The steps toward a banking union, as agreed by European leaders, should help break the negative loop between sovereign risk and banking risk. In September 2013, the European Parliament approved the Single Supervisory Mechanism (SSM), whereby the ECB will assume ultimate responsibility for all eurozonebased banks as from November In December, the European Council ratified the agreement reached by European finance ministers to create a Single Resolution Mechanism and a Single Bank Resolution Fund, which will entail the gradual sharing of the costs of bailing out troubled banks. The mechanisms are pending approval by the European Parliament. If approved, these developments would reflect a paradigm shift for the European banking system, which is essential for shoring up the foundations of the European economic and monetary union. The Spanish economy benefitted from the improved financial environment, which allowed the risk premium to fall and spurred capital inflow from abroad. Confidence was also bolstered by the considerable reduction in Spain's macroeconomic imbalances, such as its external deficit. Meanwhile, the Spanish government evidenced its clear commitment toward complying with fiscal consolidation and implementing its structural reforms agenda. Accordingly, in the third quarter of 2013, Spain returned to the path of growth, which then continued throughout the rest of the year. Exports became the main growth driver, while, in the second half the year, internal demand picked up enough to cease hindering the country's expansion. GDP for 2013 as a whole is estimated to have fallen 1.2%. Real GDP growth in Spain Y-to-Y change (%) GDP Internal demand Source: la Caixa Research, based on INE data CaixaBank Management Report

21 Toward the end of the year, the labor market began to show signs of stability, although the unemployment rate remains extremely high at above 26%. Outlooks for 2014 indicate that GDP could stand at around 1.0%, allowing for net job creation and a gradual reduction in the unemployment rate. Despite the improvement in the macroeconomic and financial context, the banking system continued to operate against a complex backdrop. The widespread deleveraging process in the Spanish economy, the decline in economic activity and the drop in the Euribor all pushed net interest income down considerably. Likewise, greater provisioning was required due to the deterioration of loan quality and to new classification criteria for restructured transactions. At the same time, with Basel III requirements looming on the horizon, greater solvency and liquidity became pressing goals. In this environment, the Spanish banking system continued its consolidation and restructuring process, aimed at securing sustainable profit levels in the medium term. Entities receiving public assistance moved forward in their restructuring processes, in accordance with the plans approved by the European Commission. Improved confidence in financial markets allowed Spanish entities to increasingly tap wholesale financing markets and reduce dependency on ECB funding by over 100,000 million in As part of the European Stability Mechanism's financial assistance program, Spain carried out a thorough review in respect of the governance, regulations and supervision of the Spanish banking sector. Among other measures, prior to the end of the year, the government approved a new legal framework regulating the role of savings banks as shareholders of banks, while ensuring better governance (Law on Bank Foundations). European authorities and the International Monetary Fund issued positive overall assessments of the assistance program, with the formal conclusion being issued in early Throughout 2014, those entities that will be supervised directly by the ECB are required to complete a balance sheet review, a general risk exam, and a stress test in an adverse scenario. CaixaBank Group Management Report

22 2.2. Business performance Business performance and results In managing the business and taking executive decisions, the directors and managers of CaixaBank primarily use management information referring to consolidated or Group-level data. Consequently, the figures shown in this section are consolidated financial figures. Highlights of CaixaBank s individual income statement are also given below. Key business performance results and indicators for the CaixaBank Group are shown in the tables below: million and % Profit/(loss) Change Net interest income 3,955 3, % Gross income 6,632 6,737 (1.6%) Pre-impairment income, stripping out non-recurring costs 2,685 3,219 (16.6%) Pre-impairment income 1,846 3,171 (41.8%) Profit attributable to the Group % Balance sheet Dec 2013 Dec 2012 Change Total assets 340, ,174 (2.3%) Equity 24,334 22, % Total banking business volume 510, ,977 (0.6%) Total funds 303, , % Gross customer lending 207, ,049 (7.1%) Efficiency and returns Dec 2013 Dec 2012 Change Cost-to-income ratio (total operating expenses / gross income) 72.2% 52.9% 19.3 Cost-to-income ratio, stripping out non-recurring costs 59.5% 52.2% 7.3 ROE (attributable profit / average equity) 2.1% 1.0% 1.1 ROA (profit / average total assets) 0.1% 0.1% 0.0 RORWA (profit / risk-weighted assets) 0.4% 0.2% 0.2 ROTE (attributable profit / average tangible equity) 2.7% 1.3% 1.4 Risk management Dec 2013 Dec 2012 Change NPL 25,365 20,150 5,215 NPL ratio 11.66% 8.63% 3.03 NPL ratio (non real-estate companies) 6.83% 3.98% 2.85 NPL coverage ratio 61% 63% (2) NPL coverage ratio including collateral 140% 145% (5) NPL coverage ratio, stripping out real-estate developers 63% 57% 6.00 Net foreclosed property assets held for sale 6,169 5,088 1,081 Coverage ratio for foreclosed property assets held for sale 54% 45% 9 of which: coverage for land 65% 61% 4 Liquidity Dec 2013 Dec 2012 Change Liquidity 60,762 53,092 7,670 Loan-to-deposit ratio 109.9% 128.1% (18.2) CaixaBank Management Report

23 Solvency Dec 2013 Dec 2012 Change Core Capital - BIS II 12.9% 11.0% 1.9 Tier % 11.0% 1.9 Tier Total 14.5% 11.6% 2.9 Eligible equity 18,754 18, Risk Weighted Assets (RWA) 129, ,200 (32,090) Surplus capital 8,425 5,745 2,680 Share information Dec 2013 Dec 2012 Change Share price ( /share) Market capitalization 19,045 11,839 7,206 Number of shares in circulation (thousands) (Excluding treasury shares) 5,025,419 4,450, ,676 Book value per share - fully diluted ( /share) Number of shares - fully diluted (thousands) 5,498,274 5,164, ,632 Earnings per share (EPS) ( /share) (12 months) Number of shares - fully diluted (thousands) 5,416,010 4,711, ,716 P/E (price / earnings) (13.26) P/B (price / book value) Banking business and resources (units) Dec 2013 Dec 2012 Change Customers (millions) CaixaBank Group employees 31,948 32,625 (677) Branches 5,730 6,342 (612) ATMs 9,597 9,696 9 Business performance The CaixaBank Group remains at the forefront of retail banking. This segment is the fundamental pillar supporting all other specialized value proposals and the ongoing dedication to service excellence. At December 31, 2013, the CaixaBank Group provides services to 13.6 million customers through 5,730 branch offices, with total assets of 340,190 million. The intense commercial activity and the integration of Banco de Valencia in 2013 have led to growth in market share across all the main retail banking products and services: Market share, by product Loans to resident private sector (ORS) 15.11% 14.52% Deposits from resident private sector (ORS) 14.04% 13.16% Insurance savings 19.93% 19.08% Pension plans (individual + guaranteed) 18.01% 16.85% Mutual funds 14.10% 13.95% Factoring + reverse factoring 17.64% 17.03% Commercial loans 13.58% 14.59% Market share, by service Payroll deposits 21.64% 20.04% Pension deposits 19.94% 19.56% Market share Market share among individual customers (>18 years) 27.40% 26.10% Individuals citing CaixaBank as their preferred bank 22.70% 21.80% 1 Latest information available. Market shares prepared in-house. Source: Bank of Spain, Social Security, INVERCO and ICEA. 2 Source: FRS Inmark. Market share of SMEs and companies: data at December CaixaBank Group Management Report

24 The CaixaBank Group's business volume stood at 510,835 million (-0.6% vs. 2012). The decrease was partially due to the 7.1% drop in the lending portfolio as a result of the deleveraging process, and the growth in customer funds (+4.4% in 2013). These customer funds are highly diversified among the different savings products. Customer funds Details of customer funds managed by the Bank, calculated using management criteria, are as follows: million YoY change % Total Organic (1) Financial liabilities - Customer funds 216, , (1.7) Retail funds 168, , Demand deposits 80,482 69, Term deposits 81,216 76, Debt securities 3,075 8,819 (65.1) (65.1) Retail subordinated debt 3,601 4,342 (17.1) (19.4) Reverse repurchase agreements and other accounts 4,070 2, Institutional issues * 44,360 48,357 (8.3) (15.4) Liabilities under insurance contracts 30,831 27, Total on-balance sheet customer funds ** 247, , (0.3) Mutual funds and SICAVs 27,952 22, Pension plans 16,797 15, Other accounts 2 11,220 14,279 (21.4) (21.4) Total off-balance sheet customer funds (Note 29 3 ) 55,969 52, Total customer funds 303, , Total retail funds 259, , Total wholesale funds 44,360 48,357 (8.3) (15.4) 1 Variations calculated stripping out the impact of Banco de Valencia balance sheet items at December 31, Includes financial assets sold to retail customers 3 Note corresponding to the CaixaBank Group s 2013 consolidated financial statements The reconciliation between balances calculated for management purposes and balances recorded for accounting purchases is as follows: million December 2013 Customer deposits (Note 23) 1 175,162 Debt securities (Note 23) 1 37,938 Subordinated liabilities (Note 23) 1 4,809 Liabilities under insurance contracts (Note 24) 1 32,028 Unit-links (Note 24) 1 1,252 Gains and losses in the insurance business (2,449) Counterparties (1,105) Total on-balance sheet customer funds 247,635 1 Refers to notes to the 2013 consolidated financial statements of the CaixaBank Group CaixaBank Management Report

25 Total customer funds amounted to 303,604 million, up 12,676 million in the year (+4.4%) following the inclusion of Banco de Valencia balances and the strong commercial efforts. Retail funds stood at 259,244 million, with annual growth of 16,673 million (+6.9%). The organic growth 1 of 9,308 million (+3.8%) was driven by: Successful commercial efforts to bring in payroll and pension direct deposits in 2013, impacting demand and term savings products. Product diversification tailored to different customer segments. Channeling of maturities of higher-cost funds (promissory notes and subordinated liabilities) toward traditional savings deposits (demand and term deposits), insurance and mutual funds. 10.4% rise in liabilities under insurance contracts. Off-balance sheet retail funds amounted to 55,969 million (+5.9% in the year, +4.9% organic growth). 1 In particular, mutual funds managed by the Bank increased strongly (+22.4% in the year, organic growth). 1 Institutional lending stood at 44,360 million. The organic decrease 1 (-15.4%) is mainly due to maturities and management of issues. The higher liquidity generated during the year avoided the need to procure funds on the wholesale markets to fully refinance the institutional issues maturing during the year. In 2014, CaixaBank will continue to manage its sources of financing, with a diversified and tailored offer of different savings products. Loans Note 3.1 to the accompanying financial statements for 2013 sets out the CaixaBank Group's policies for approving loans, monitoring default, refinancing debt and recovering amounts, all in respect of credit risk. Note 3 also discloses the geographic distribution of credit risk and the loan-to-value ratio for collateralized loans, as well as the maturities profile and the sensitivity of loans and credit facilities to changes in interest rates. Information on refinancing/restructured loans and additional data on financing for the real-estate sector, residential mortgages and property foreclosed in lieu of payment of debts can also be found in that note. Lastly, Note 14.2 to the consolidated financial statements discloses the nature, counterparty and interest rate applicable to customer loans, as well as the composition of and movements in non-performing and sub-standard loans, and the specific coverage associated therewith. 1 Variations calculated stripping out the impact of Banco de Valencia balance sheet items at December 31, CaixaBank Group Management Report